When you get past the buzzword of "social business" you will see an entirely new way of leading and managing our organizations. It's the future of management.

1. what social business
means for
leadership
jamie notter
@jamienotter
humanizebook.com
Three points being covered in this presentation: (1) What is social business and how is that
different from social media; (2) How is social business having an impact on leadership,
management, and how we run our organizations; and (3) So what? What do we need to do
about any of this, because I think we’ve got a window of opportunity right now that demands
action.

2. “Throughout human
history, we have been
dependent on
machines to survive...

3. ...fate, it seems,
is not without
a sense of irony.
-Morpheus
Morpheus (in the movie, The Matrix) is advocating revolution. I’m here to talk about a
different kind of revolutionary opportunity, although it does represent a battle between
humans and machines. Where the power of what it means to be human can really usher in a
new era. Where is this opportunity?

4. revolution?
Social media?! I admit it: we’re all getting a bit sick of social media now. But that’s because
we’re focusing on the tools and the tactics and losing sight about WHY social media is
succeeding.

5. social media
human
Bigtock Image
Social media succeeds because it taps into the power of being human. We’re drawn because it
allows us to create share and learn. This is deeply human. And with the internet, we can scale
it--on our own, without third parties. That means collaboration and problem solving. I don’t
care how inane the content might be. When it lets us be human like this, we go there.

6. social
business
But we need to take it beyond marketing. Smart organizations are already integrating social
into CRM, HR, product development, and service delivery. But this all runs into one big
problem...

7. Management. Social business is often incompatible with management. Management has not
seen significant innovation in decades (photo is of Frederick Taylor, the “father” of “modern”
management). We still use basic processes (strategy, HR, etc.) the same way they were
practiced in the 1950s.

8. management
machines
Bigtock Image
But it’s not ONLY that we’re stuck in the past. We’re stuck in the machine-oriented mindset
of the industrial era. We run organizations like machines, and that’s why they aren’t
compatible with social. Management is about control, predictability, consistency, insulation
from context, and component parts. Social is about systems, decentralization, open source,
customization...human.

9. management VS. social business
machines human
So we’re at a tipping point moment. Mechanical management versus human, social business.
Mechanical management has come out on top for the last 100 years. But the power of social
has an opportunity to tip the balance. And I’ve got some data to back me up on this.

10. 71% 71
of CEOs felt social business
Text be important to their
will
%
organization in 3 years
In a recent study by MIT’s Sloan School of Management and DeLoitte, researchers found that
71% of CEOs felt social business will be important to their organization in 3 years. 70% of
CIOs felt the same way.

11. 71%
70%
71
of CEOs felt social business
Text be important to their
will
%
organization in 3 years
70 of CIOs
%
In a recent study by MIT’s Sloan School of Management and DeLoitte, researchers found that
71% of CEOs felt social business will be important to their organization in 3 years. 70% of
CIOs felt the same way.

12. TODAY Text
28 of CEOs
%
28%
14% 14 of CIOs
%
Note that TODAY, those numbers are 28% and 14% respectively. My conclusion: leaders
globally feel that social business is not totally here yet--but it’s coming.

13. The second bit of data comes from a survey that Maddie and I did on social leadership. We
surveyed 500 people about social media and leadership. This group is on the social media
bandwagon. 84% believe that social media gives their company a competitive edge.

14. 84
Strongly Agree
%
Agree
41% 43%
believe social media
gives their company
a competitive edge
The second bit of data comes from a survey that Maddie and I did on social leadership. We
surveyed 500 people about social media and leadership. This group is on the social media
bandwagon. 84% believe that social media gives their company a competitive edge.

15. But interestingly, when it came to leadership, actually using social media
wasn’t a priority for this group. We gave them 12 leadership traits to
choose from, asking for their top 4, only 21% chose “participates in social
media.” So what did they choose?

16. 21 %
Participates in Social Media
But interestingly, when it came to leadership, actually using social media
wasn’t a priority for this group. We gave them 12 leadership traits to
choose from, asking for their top 4, only 21% chose “participates in social
media.” So what did they choose?

17. They chose human-focused leadership, not traditional leadership traits.
The red are command-and-control traits, and the blue are humanize
traits. This is more evidence of the tipping point--employees are
expecting different things from our leaders today.

18. Culture Process
Behavior
So what do you do about all this? You change your organization. But don’t be scared. Yes,
you need to address the three areas of culture, process, and behavior (framework we use in
Humanize), but you don’t have to do them all at once.

19. Culture
decentralization
transparency
inclusion
learning
At the level of organizational culture, it means embracing decentralization, transparency,
inclusion, and learning (and I’ve got some good, high-profile examples of decentralization
and transparency).

20. Process
systems thinking
truth
collaboration
experimentation
At the process level it means building in more systems thinking, truth, collaboration, and
experimentation (Google’s a great example of designing for experimentation).

21. Behavior
ownership
authenticity
relationship building
personal development
For basic workplace behavior, it means figuring out how to get more ownership, more
authenticity, better relationship building and more complete personal development (tip: you
want more ownership, then invest more in on-boarding...like the military does).

22. So where do you start? Just pick a process and change it. It might be good to pick a process
that people already hate...like performance reviews. I’ve worked with a client in Australia on
just this process. They made huge strides (without being a Google or any of the other high-
profile examples).

23. Valuable Skilled
Growing
I helped them expand performance management to go beyond the “are you doing your job
well” question (the “skilled” circle above) and start to include elements that measured cultural
fit (valuable) AND allowed employees to define their own success metrics (Growing). Some of
this work was a struggle for this client. It’s not how we’re used to doing it. But there’s good
news: I’ve got a hero to guide you...

24. yep
Neo, from the Matrix (of course!). The story of Neo and the matrix is a classic hero myth.
Luke Skywalker, Dorothy, and Moses tell the same story. The heroes doubted themselves but
took the red pill, left on the journey, found their strength and saved the world. And for social
business, the hero is you. It’s every manager and employee. Take that red pill. Embark on the
journey of humanizing your organization. Let’s create organizations that we can be proud of.

25. www.jamienotter.com
www.humanizebook.com
I’ve got resources for you on my blog and at the Humanize book site that will guide you on
your journey. Don’t wait. Pick a process and get started.